How Mindset Can Influence In Change Management

How Mindset Can Influence In Change Management

Man often becomes what he believes himself to be. If I keep on saying to myself that I cannot do a certain thing, it is possible that I may end by really becoming incapable of doing it. On the contrary, if I have the belief that I can do it, I shall surely acquire the capacity to do it even if I may not have it at the beginning.

Mahatma Gandhi

Do we really understand what mindset is? As a starting point, we can define it as a set of beliefs or a way of thinking that determines one’s behavior, outlook and mental attitude.

Although genes have importance in the way we face our lives, the environment, it means, country culture, society where we are educated, education at school, our friends, classmates, and with a high impact what our family is transferring us, all them together determine our principles, values and culture. These ones will fix our thoughts and how we perceive the reality and finally mindset.

What else?

All previously defined will be the drivers of our behaviors.

But mindsets at the end are beliefs and they are only in our mind, and we are able to change our mind, so we can choose which mindset we can take to achieve our goals.

In the world, we can distinguish between fixed and growth mindset. People with fixed mindset believe that intelligence is something we have and we cannot change so much. We can learn things, but we can’t change how intelligent we are. We are a certain kind of person and we can’t really change. We can do things differently but the important parts we are can’t be changed.

On the other side people with growth mindset believe that no matter how much intelligence we have, we can improve always a little bit more. No matter what kind of person we are, we can always change substantially. We can always change things about the person we are and we can obtain success if we are open to learn continuously.

When we box ourselves in, we can know only what is. We eliminate what could be. Missing from these self-definitions is any possibility of growth or potential. The brain is far more malleable than we could think about. .

Muvens considers, as a main key success factor in the change management processes, what we call The Art of Change. This Art is related with all change agents’ emotions.

When we manage The Art of Change, we talk about communication. We must communicate all the steps necessaries to achieve the strategic goals and for it we will need to define the vehicles necessaries to make the information come to everyone in the company.

By the behaviors of the leadership team, called the coalition, we have to teach the new attitudes and behaviors that we need to make the change successful. Nothing undermines change more than behavior by important individuals that is inconsistent with their words.

As people think differently, act differently and fare differently from each other, we must work consistently the change for each one of them. We cannot make things happen if we don’t consider the diversity in our companies.

We must learn about who in our teams have fixed and growth mindsets to manage it in a proper way. Behaviors are going to determine the success, specially because success is understood differently by them. Those with growth mindset understand success, when they do the best learning and improving, they see setbacks as challenging and they are continuous alarms through the organizations. Fixed mindset individuals don’t do that.

We can move our companies from being good to being great. Jim Collinsdid some research with his team to discover which companies moved from good to great. People in their companies want to be part of a winning team. They want to contribute to producing positive results. They want to feel the excitement and the satisfaction of being part of something that just flat-out works. When people begin to feel the magic of momentum—when they begin to see tangible results and the business starts getting speed—that’s when they line up and push.

The difference between the successful companies and those ones that didn’t pass from good to great, according to Collins research, was due to different factors. But the discovery of this research was that the main factor and absolutely key in the result of that change was the leader that brought to great each company.

Leaders must have one voice in the companies so it is really very important what kind of leaders we have making change work. Fixed mindset leaders consider that employees in the organization are classified between more intelligent and less intelligent, more talented and less talented and they consider themselves as superior compared with the others. Jim Collins calls this a “genius with a thousand helpers” company model. These leaders don’t like cohesive and powerful teams. They like to be the big fish in the company.

However, we can find some great leader with fixed mindset but incomparable with those growth mindset leaders where can be felt the brightness, energy, positivity and where everything changes. At the end they will make changes the most exciting

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